We Have Solutions In All The Areas Other Than Knowledge Management
Challenges in technology to meet enterprise needs in 2013 and expectations
The concept of engagement has been overly relied upon to drive strategy or reflect the success of people-focused initiatives in companies. There are two other drivers of HR strategy that get lost in the noise of engagement. A firm called Metrus has done a large amount of work with the ACE model that includes Alignment, Capabilities and Engagement as the three key drivers of HR strategy and effectiveness of results. We use that structure to focus all HR initiatives for the year towards one of our key drivers of company strategy– “employees equipped to succeed”, which aligns to the accomplishment of our mission (providing successful trips for our clients). Annual goal setting is then focused on the three areas of ACE.
We measure our HR results via a survey designed around ACE and then correlate those results to NPS (Net Promoter Score) to see how what aspects of ACE are having an impact on customer satisfaction and retention. Six of our 29 questions correlate at .4 or better. For example, one item “I have received positive feedback in last 30 days from someone that I trust.” This clearly demonstrates that changes in behavior of leaders toward their employees can impact how the customer perceives the service level of the company.
"We have solutions in all the areas other than knowledge management"
Using HR solutions to improve effectiveness
We have solutions in all the areas other than knowledge management. The solutions work well only when we align them and use them appropriately. Clearly using an e-learning tool like Articulate is stateof-the-art, but used for the wrong skills with the wrong expectations leads to no value. Therefore, all trainings are required to provide post training demonstration of behavior or skill change through testing or demonstration.
For performance management we use an online bolt-on to Ultimate, but again if the accountability for the process is not firmly placed on the employee and just the manager, monthly reviews will not happen effectively nor will an overall rating that emphasizes the year a person had versus some “schoolish grade” of being successful. In summary, selecting the best tools requires a best practice process prior to selection.
My roles and responsibilities as a CHRO
More and more of the benefit functions/ payroll and other aspects of compensation have become account focused, whereby it makes more sense to have those functions in the finance organization. The CHRO’s job is much more talent focused today and focused on the best talent rather than all. It is not just succession or continuity planning that is important, but the bench strength is also critical.
Lessons learned and advice for fellow HR executives
Your main people process should be the annual talent process with everything else being sub-components of the talent process. Process is needed for all transactional work but it resides within the talent process.
Also, HRIM systems should first be designed to help senior leaders make talent decisions easily. So the design of those systems should start with all the people decisions that managers make and make those happen to the subordination of what makes HR processing easier.